a.)
Available Production Time: 480 Minutes
Required Output Rate: 50 Boats
Task Time per Unit: 45 Minutes
b.)
Number of Workstations: 4
Cycle Time: 50 Seconds
Total Task Time: 170 Seconds
Available Production Time: 28800 Seconds
Required Output Rate: 50 Coolers per 8-hour day
Task Time per Unit: 360 Seconds
Longest Individual Task Time: 50 Seconds
a.)
Task Time per Unit: 15.65 Minutes
Takt Time: 4 Minutes per Server
b.)
Workstation 1 Workstation 2 Workstation 3 Workstation 4 Workstation 5
Task Time Task Time Task Time Task Time Task Time
c.)
A
B
C
D
E
F
G
H
I
J
K
L
a.)
Available Production Time: 480 Minutes
Required Output Rate: 150 Returns
Task Time per Unit: 8.3 Minutes
b.)
Workstation 1 Workstation 2 Workstation 3 Workstation 4
Task Time Task Time Task Time Task Time
a.)
Available Production Time: 28800 Seconds
b.)
Workstation 1 Workstation 2 Workstation 3
Task Time Task Time Task Time
B150 A100 F84
D120 C93 G65
E86 H15
c.)
d.)
A
B
C
D
E
F
G
H
a.)
Available Production Time: 60 Minutes
b.)
Workstation 1 Workstation 2 Workstation 3 Workstation 4 Workstation 5
Task Time Task Time Task Time Task Time Task Time
c.)
d.)
The “largest eligible task” rule results in a solution with 5 workstations.
A
B
C
D
E
F
G
H
Layout 1:
Trips Made Per Day: Distance:
1 2 3 Short 20
210 – – Long 40
3 5 60 – Diagonal 45
Total Distance Traveled:
Trips Distance Total
Layout 2:
Trips Made Per Day:
1 2 3
210 – –
3 5 60 –
Total Distance Traveled:
Trips Distance Total
Dept 1 – 2 10 20 200
Dept 1 – 3 5 45 225
1
4
3
2 1
4
Departments: Distance:
1 Adjoining 15
2 Separated 30
Trips Made Per Day: Layout:
1 2 3 4 5
2100 – – – –
a.)
b.)
Total Distance Traveled:
Trips Distance Total
c.)
Dept 1 – 2 100 15 1500
Dept 2 – 5 5 30 150
Dept 2 – 6 10 25 250
Dept 3 – 4 10 30 300
Dept 3 – 5 10 40 400
Dept 3 – 6 15 15 225
Waiting
Reception
A
C E
2
1 5
Examination
Layout: Distance:
A B C D
B14 – – –
Trips Made Per Day:
12345
E
A
Question 1.)
Question 2.)
Question 3.)
Question 4.)
Question 5.)
As of 2015, LWT appeared to be using a make-to-stock manufacturing process. There was very little
Prior to 2016, LWT’s service package was primarily physical activities (manufacturing shutters and
To support the changes proposed by Chuck Keown, LWT will need to have a make-to-order
through the website and catalog). New managerial challenges will be hiring and training sales staff,
After the changes proposed by Chuck Keown, the service package of LWT will include more intangible
activities (knowledge of designing components, matching materials well, managing sales people), a
volume – high variability of products, recruiting and hiring a different class of employees (customer
sales) than LWT has previously worked with, management must prepare for a different set of day-to-
fulfill customer orders, and the IT department will need to include new skills of website management
Many things must happen in order to accomplish the changes that Chuck Keown envisions. These
include; engineering, procuring, and setting up new manufacturing equipment capable of handling low